Of 0.78 or greater and were deemed reliable according to Peterson (1994). They included wholesaler's intra-logistics activities and the wholesalers inter logistics activities (see Table 3)
3.5 Performance: dependent variable
Kumar (1991) and Kumar, stem, and Achrol (1992) performance assessment was used to measure the performance of wholesalers in our study. It included goal attainment that was operationalized in terms of net profits, social interactions and satisfaction, adaptability in adopting new products and markets, and synchronization of efforts. Subjects were asked to indicate their perception of any performance increase or decrease resulting from emerging changes in markets.
3.6 statistical analysis
The relationship of marketing skills and logistics, with performance of small and large wholesalers was examined using stepwise multiple regression analysis. The stepwise method was particularly useful in our research since there was a large pool of predictor variables relating to wholesaler’ marketing skills and logistics.The analysis helped retain only those independent variables that contributed significantly to the explanatory power of the model,as it sifted through the group of independent variables in every iteration. Each step a potential candid is investigated for inclusion in the model based on its contribution to improving the explanatory power the model. MANOVA and MDA will be also used to determine the differences between small and large wholesalers with respect to marketing skills and logistics variables.MANOVA is useful technique where there are multiple metric criterion and one categorical variable such a of this study. MDA is used in conjunction with MANOVA to facilitate case with the two small and large wholesalers determining the direction and intensity of relationships. While MANOVA tests the departure from the null hypothesis, MDA determines the combination of the variables which maximize the departure from the null hypothesis.
4. Results
In support of Hypothesis 1.rerult showed that the performance of small and large wholesalers was positively associated with marketing skills factors. The factors of "the supplier's financial assistance,”and “beyer’s services to wholesalers”explained 12.8% of the performance of small wholesalers. In other words, small wholesalers would have better performance it suppliers provided them with financial assistance, and retailers offered them trust, loyalty and efficient communication performance of "the suppliers service to wholesalers” and "buyers service to wholesalers" explained 14.1% of the them with of large wholesalers. In other words, large wholesalers would have better performance if suppliers provided power brands, assortments, and assistance and retailers offered them trust, loyalty and efficient communication. In support of Hypothesis 2. results revealed that large wholesalers valued marketing skill more than small wholesalers did. Marketing skills factor explained 14.1% of the performance of large wholesalers versus 12-8% of performance of small wholesalers (see Tables 4a and 4b).This proved that small wholesalers lacked vision as they were much more consumed with daily activities than they were with developing and acquiring marketing skills(Rawwas et al.,2008).
In support of Hypothesis 3,the factors “the supplier's service to wholesalers" and “the supplier's financial assistance” were rated higher by large wholesalers than did by small ones (see Table 5).In other words, large wholesaler valued marketing skills of suppliers including power brands, assortments, assistance programs,and financial assistance more small wholesalers did. Again, this proved the myopic vision of small wholesalers and their lack of marketing skills.
Contrary to Hypotheses 4 and 5. results showed that none of the logistics factors, “wholesaler’s intra-logistics activities” and "the wholesaler's inter-logistics activities” explained the performance of small or large wholesalers (see Tables 4a and 4b).In other words,large and small wholesalers did not feel that JIT,supplementary logistics, increased costs absorption,product returns and availability, and logistic communication and facilities would improve their performance. Sometimes,organizations take for granted the accessibility of resources or the establishment of business systems and do not realize their value such as the utilities including electricity,water and gas,and in this case.the logistics systems.
In support of Hypothesis6, the factor of “wholesaler’s intra-logistics activities” was rated higher by large wholesalers than was by small ones (see Table 5). In other words, JIT, supplementary logistics, increased costs absorption,product returns
Of 0.78 or greater and were deemed reliable according to Peterson (1994). They included wholesaler's intra-logistics activities and the wholesalers inter logistics activities (see Table 3) 3.5 Performance: dependent variable Kumar (1991) and Kumar, stem, and Achrol (1992) performance assessment was used to measure the performance of wholesalers in our study. It included goal attainment that was operationalized in terms of net profits, social interactions and satisfaction, adaptability in adopting new products and markets, and synchronization of efforts. Subjects were asked to indicate their perception of any performance increase or decrease resulting from emerging changes in markets. 3.6 statistical analysis The relationship of marketing skills and logistics, with performance of small and large wholesalers was examined using stepwise multiple regression analysis. The stepwise method was particularly useful in our research since there was a large pool of predictor variables relating to wholesaler’ marketing skills and logistics.The analysis helped retain only those independent variables that contributed significantly to the explanatory power of the model,as it sifted through the group of independent variables in every iteration. Each step a potential candid is investigated for inclusion in the model based on its contribution to improving the explanatory power the model. MANOVA and MDA will be also used to determine the differences between small and large wholesalers with respect to marketing skills and logistics variables.MANOVA is useful technique where there are multiple metric criterion and one categorical variable such a of this study. MDA is used in conjunction with MANOVA to facilitate case with the two small and large wholesalers determining the direction and intensity of relationships. While MANOVA tests the departure from the null hypothesis, MDA determines the combination of the variables which maximize the departure from the null hypothesis. 4. ResultsIn support of Hypothesis 1.rerult showed that the performance of small and large wholesalers was positively associated with marketing skills factors. The factors of "the supplier's financial assistance,”and “beyer’s services to wholesalers”explained 12.8% of the performance of small wholesalers. In other words, small wholesalers would have better performance it suppliers provided them with financial assistance, and retailers offered them trust, loyalty and efficient communication performance of "the suppliers service to wholesalers” and "buyers service to wholesalers" explained 14.1% of the them with of large wholesalers. In other words, large wholesalers would have better performance if suppliers provided power brands, assortments, and assistance and retailers offered them trust, loyalty and efficient communication. In support of Hypothesis 2. results revealed that large wholesalers valued marketing skill more than small wholesalers did. Marketing skills factor explained 14.1% of the performance of large wholesalers versus 12-8% of performance of small wholesalers (see Tables 4a and 4b).This proved that small wholesalers lacked vision as they were much more consumed with daily activities than they were with developing and acquiring marketing skills(Rawwas et al.,2008). In support of Hypothesis 3,the factors “the supplier's service to wholesalers" and “the supplier's financial assistance” were rated higher by large wholesalers than did by small ones (see Table 5).In other words, large wholesaler valued marketing skills of suppliers including power brands, assortments, assistance programs,and financial assistance more small wholesalers did. Again, this proved the myopic vision of small wholesalers and their lack of marketing skills. Contrary to Hypotheses 4 and 5. results showed that none of the logistics factors, “wholesaler’s intra-logistics activities” and "the wholesaler's inter-logistics activities” explained the performance of small or large wholesalers (see Tables 4a and 4b).In other words,large and small wholesalers did not feel that JIT,supplementary logistics, increased costs absorption,product returns and availability, and logistic communication and facilities would improve their performance. Sometimes,organizations take for granted the accessibility of resources or the establishment of business systems and do not realize their value such as the utilities including electricity,water and gas,and in this case.the logistics systems.In support of Hypothesis6, the factor of “wholesaler’s intra-logistics activities” was rated higher by large wholesalers than was by small ones (see Table 5). In other words, JIT, supplementary logistics, increased costs absorption,product returns
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